The document discusses recommendations for re-architecting a company's Teamcenter footprint. It recommends developing a global operating model, governance structure, and standardizing the Teamcenter environment. A case study shows a company had 30 instances across 47 sites with various versions and configurations. The recommendations include creating regional hubs, limiting new sites, and upgrading networks and hardware to support a consolidated footprint.

1. How to Re-architect
Teamcenter Footprint
Matt Tremmel, PMP

2. Agenda
 Re-Architect Overview
 Case Study
 Recommendations
 Q&A

3. Re-Architect Teamcenter
 Develop global application operating model for all
regions / divisions
 Consolidate support agreement if applicable
 Develop & implement a global governance and support
model
 Develop & implement communization and migration
plan
 Develop & implement corporate baseline release
process
 Rationalize, develop and implement standard footprint
for Teamcenter environments

4. Develop Global Operating Model
 Define roles and % of time per each role
 Create global team and assign team leads based on
expertise
 Develop best practices for administration and custom
functionality
 Facilitate team leaders to teach best practices
 Centralize help desk and create knowledge repository
 Consolidate & centralize support budget

5. Implement Global Governance
 Define stakeholders
 Divisional
 Regional
 IT and Business
 Paradigm Shift
 Define & socialize change control process
 Define delegation of authority
 Define decision process for non-common change
 Define team members
 Include non-voting persons and proxy voters

6. Communization & Migration Plan
 Business plan (financial goals, cost vs. benefit, etc.)
 Initial planning should include several options
 Evolves through discovery phase
 Multi-phase
 Develop initial project plans
 Collaborate with services, corporate, vendors
 Goals
 Consolidate application instances
 Reduce number of servers and storage hardware
 Provide common footprint, standards
 Reduce cost of ownership

7. Define Standard Tc Environment
 Develop hardware specifications document
 Define network requirements (utilization + latency)
 Hardware models, O/S version & patches (kernel params, etc.)
 Define user functionality requirements for user solutions
 Firewall settings
 Maintain document changes (versioned)
 Centralize purchasing at Corporate
 Use specification as single source
 New business to include footprint investments
 Network, hardware, software

8. Implement Release Process
 Define current state
 Current customizations include
 Corporate (non-COTS)
 Federation specific
 Site specific
 Create baseline release – one version with one IRM (MP)
 Constantly drive commonality
 Work with support team, governance and standards
committee (if one does not exist create one) to move
towards COTS or common customization

9. Define Current Tc Environment
 What is the current footprint?
 Software (# of instances, # of versions, encapsulations, # of
users, # of customizations / configurations, interfaces)
 Hardware (type of hardware, O/S version, patch level)
 Network (utilization & latency reports for all sites)
 What is the current support model?
 # of support resources (devel, admin) and type of work
 How does LOB’s use application?
 (Release procedures, functions, change control)

10. Recap - Future Model
 Centralize budget
 Centralize support model
 Global governance board representing key application
stakeholders to oversee:
 Strategy, processes, baseline releases, standards,
architecture, operations, prioritizing new projects,
investments
 Custom  Common approach
 Standardize architecture with Corporate
 Converge Enterprise & Engineering  Unified

11. Case Study

12. History & Journey Towards Unified
1990 1995 2000 2005 2010
Europe Global
Global
Implement Centralizes Ops
Helpdesk
custom Support Team Team
versions
Migrate towards COTS Convergence Project
Create
Governance
Create
Baseline
 Five divisions implement iMAN
 Each division has independent federation and support team
 Europe centralizes support team
 Corporate initiates convergence project
 Centralizes global team, global helpdesk, common baseline, governance

13. PLM Portfolio – Teamcenter strategy
 Phase 0 – Current State discovery + Business case
 Phase I – Rationalization of support services +
Governance model + Baseline software + Common
footprint specifications
 Phase II – Hardware, network and software optimization
 Phase III – Engineering process rationalization

14. Complexity TcEng Sites
Wuppertal, Germany
Langenlonsheim, Germany
Saginaw, MI Bascharage, Lux Bad Salzderfurth, Germany
Flint, MI Rochester, NY
Krakow, Poland Tokyo
Troy, MI Lockport, NY
Shanghai, China
Dayton, OH Liverpool, UK Atsugi, Japan
Ostrow, Poland
Longmont, CO Donchery, France
Illkirch, France
Downer’s Grove, IL Vandalia, OH
Juarez, Mexico Warren, OH Paris, France
Rio Bravo, Mexico Reynosa, Mexico
Saltillo, Mexico Queretaro, Mexico Seoul, Korea
Singapore
Matamoros, Mexico Jambiero, Brazil Gurgaon, India
Nuevo Laredo, Mexico Bangalore, India
Piracicaba, Brazil
Legend
■Planned Sao Caetano, Brazil

15. Results from Discovery
 30 TcEng database instances
 47 global sites with TcEng access (rich & thin client)
 2300 global licenses
 4200+ authorized users (800 concurrent)
 7 different software versions (including IRM’s)
 Most hardware is HP and EMC storage with 2 SUN servers
 58 servers (almost all 5 years or older)

16. Results from Discovery
 17 customized release procedures
 Overlap in Visualization integration
 One division has custom manufacturing data process
 Support done on divisional or federation basis
 Network bandwidth upgrades required
 400 different utilities (most older revs)

17. Governance Change Control Process
 Components of change control process
 Requirements Gathering / Prioritization – Org Review
 Approval / Rejection – Change Review Board
 Weekly meetings
 Org Review team made up of business technical leaders from each
division
 CRB team consists of IT business leaders
CR ready Org Change
for Org Ready for Implement
Review Review Approved?
review CRB? CR
Meeting Board
Technical
Cancelled?
Analysis
Cancel

18. Challenges
 Convergence, moving footprint, growth
 Interfacing applications
 Home grown, 3-Tier & NX3 customer requirement
 Outsourcing support model
 Knowledge transfer
 Evolving untested technology
 Acquisitions & Divestitures

19. Recommendations (Portfolio Team)
 Educate & update top-level management about PLM
portfolio & plans
 Create regional hubs where network / infrastructure
allow
 Limit the number of sites in emerging low cost regions
 Ensure new business investment includes network &
hardware upgrades / purchase
 Define type of users (Power, Purchasing agent, View &
Markup) and provide services based on type

20. Teamcenter Engineering Sites
Wuppertal, Germany
Langenlonsheim, Germany
Saginaw, MI Bascharage, Lux Bad Salzderfurth, Germany
Flint, MI Rochester, NY
Krakow, Poland Tokyo
Troy, MI Lockport, NY
Dayton, OH
Liverpool, UK
EU Hub Shanghai, China
Atsugi, Japan
Longmont, CO US Hub Ostrow, Poland
Donchery, France
Downer’s Grove, IL Vandalia, OH Illkirch, France
Juarez, Mexico Warren, OH Paris, France
Rio Bravo, Mexico Reynosa, Mexico
Saltillo, Mexico Queretaro, Mexico Seoul, Korea
Singapore
Matamoros, Mexico Jambiero, Brazil Gurgaon, India
Nuevo Laredo, Mexico Bangalore, India
Piracicaba, Brazil
Sao Caetano, Brazil

21. Recommendations (Technical Team)
• Implement registry server
Duplicate items
• “Resume” and “Re-push” function
Data corruption
• Monitoring / No Single Point of Failure
Network outage
Latency (client / • Upgrade network / Investigate virtual desktop
server) solution / Push vendor to support higher latency
Backup / Restore • Run Daily / Verify back-ups
availability
Storage – Volumes • Automate monitoring and alerts / Capacity planning /
full Archive strategy / Data clean-up exercises

22. The PLM Journey continues…
 Phase III – Engineering process rationalization +
Teamcenter Enterprise  Teamcenter Unified
“To get through the hardest journey we need take only one
step at a time, but we must keep on stepping.”
~Chinese Proverb

23. Questions & Answers

24. Thank you
Matt Tremmel, PMP
mtremmel@gmail.com
http://www.linkedin.com/in/mtremmel